Supply Chain Management is the new role of IE(Industrial Engineering)
In the Past, IE or (Industrial Engineering) is a one of management tool in all business, Nowaday SCM or called Supply Chain Management is contain in IE and behind of core businnees is drived by SCM and Most of people came from IE background to achieve in SCM area
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2552/05/19
Möglichkeiten und Grenzen des Supply Chain Management (SCM) (German Edition)
Möglichkeiten und Grenzen des Supply Chain Management (SCM) (German Edition)By Dirk Möller
Price: $59.90
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Product Description
Diplomarbeit, die am 01.12.1999 erfolgreich an einer Fernuniversität in Deutschland im Fachbereich Technische Betriebswirtschaft eingereicht wurde. Einleitung: Die vorliegende Diplomarbeit betrachtet das Thema Supply Chain Management (SCM) als einen ganzheitlichen Ansatz von der Rohstoffgewinnung über die Zulieferer bis zum Endkunden. Zielsetzung ist die systematische Aufarbeitung der wichtigsten Facetten dieses aktuellen Konzeptes, um auf diesem Wege die Möglichkeiten und Grenzen für die Unternehmen aufzuzeigen. Gang der Untersuchung: Nach der Einleitung dient Kapitel 2 der inhaltlichen Annäherung an das Thema und beinhaltet neben der Begriffsbestimmungen die Entwicklung zum SCM. Außerdem werden die Ziele und Potentiale des SCM erörtert. In Kapitel 3 wird eine Einordnung sowie Abgrenzung des SCM gegenüber anderen Managementbegriffen vorgenommen. Dazu wurden diejenigen Begriffe ausgewählt, die aufgrund der Literatur und Rechercheerfahrung oftmals mit dem Thema SCM in Verbindung gebracht werden. Kapitel 4 beleuchtet die grundlegenden Elemente, die Unternehmen, welche SCM erfolgreich umsetzen möchten, beherrschen sollten. Erstes grundlegendes Element ist das Kooperationsmanagement. Dieses zieht quasi das Prozeßmanagement als zweites Element zwangsläufig nach sich. Eine systematische Aufarbeitung der bisherigen unternehmensinternen Informationssysteme (PPS-/ ERP- Systeme) und der evolutionären SCM- Systeme erfolgt in Kapitel 5. Neben einer einleitenden Betrachtung der Planungskonzepte der Systeme werden auch die derzeitigen Funktionalitäten von SCM- Systemen dargestellt. Das Kapitel 6 widmet sich dem Aspekt der Einführung von Supply Chain Management. Dabei schließt sich der Kreis zu den elementaren Bausteinen in Kapitel 4. Diese sind Basis und Werkzeug zur SCM- System Einführung, indem die Prozesse im System abgebildet werden. Die Bewertung der SC im Rahmen des SCM- Controlling ist Betrachtungsgegenstand des Kapitels 7. Kapitel 8 erörtert die Konsequ
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Price: $59.90
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Product Description
Diplomarbeit, die am 01.12.1999 erfolgreich an einer Fernuniversität in Deutschland im Fachbereich Technische Betriebswirtschaft eingereicht wurde. Einleitung: Die vorliegende Diplomarbeit betrachtet das Thema Supply Chain Management (SCM) als einen ganzheitlichen Ansatz von der Rohstoffgewinnung über die Zulieferer bis zum Endkunden. Zielsetzung ist die systematische Aufarbeitung der wichtigsten Facetten dieses aktuellen Konzeptes, um auf diesem Wege die Möglichkeiten und Grenzen für die Unternehmen aufzuzeigen. Gang der Untersuchung: Nach der Einleitung dient Kapitel 2 der inhaltlichen Annäherung an das Thema und beinhaltet neben der Begriffsbestimmungen die Entwicklung zum SCM. Außerdem werden die Ziele und Potentiale des SCM erörtert. In Kapitel 3 wird eine Einordnung sowie Abgrenzung des SCM gegenüber anderen Managementbegriffen vorgenommen. Dazu wurden diejenigen Begriffe ausgewählt, die aufgrund der Literatur und Rechercheerfahrung oftmals mit dem Thema SCM in Verbindung gebracht werden. Kapitel 4 beleuchtet die grundlegenden Elemente, die Unternehmen, welche SCM erfolgreich umsetzen möchten, beherrschen sollten. Erstes grundlegendes Element ist das Kooperationsmanagement. Dieses zieht quasi das Prozeßmanagement als zweites Element zwangsläufig nach sich. Eine systematische Aufarbeitung der bisherigen unternehmensinternen Informationssysteme (PPS-/ ERP- Systeme) und der evolutionären SCM- Systeme erfolgt in Kapitel 5. Neben einer einleitenden Betrachtung der Planungskonzepte der Systeme werden auch die derzeitigen Funktionalitäten von SCM- Systemen dargestellt. Das Kapitel 6 widmet sich dem Aspekt der Einführung von Supply Chain Management. Dabei schließt sich der Kreis zu den elementaren Bausteinen in Kapitel 4. Diese sind Basis und Werkzeug zur SCM- System Einführung, indem die Prozesse im System abgebildet werden. Die Bewertung der SC im Rahmen des SCM- Controlling ist Betrachtungsgegenstand des Kapitels 7. Kapitel 8 erörtert die Konsequ
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Value and risk assessment of supply chain management improvement projects [An article from: International Journal of Production Economics]
Value and risk assessment of supply chain management improvement projects [An article from: International Journal of Production Economics]By A. Brun, M. Caridi, K. Fahmy Salama, I. Ravelli
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$8.95
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This digital document is a journal article from International Journal of Production Economics, published by Elsevier in . The article is delivered in HTML format and is available in your Amazon.com Media Library immediately after purchase. You can view it with any web browser.Description:In this paper the decisional process of the introduction of a new information system for advanced planning and scheduling and supply chain management (APS/SCM) is discussed, with particular care given to the value assessment stage. In a research programme recently carried out at Politecnico di Milano a new methodology has been developed and tested on a set of test bed cases. The methodology is based on the consideration that activities whose execution can be supported by APS/SCM solutions may have an impact on the key performances of a supply chain. In particular, in the first phase of the value assessment methodology the identification of the information requirements is carried out, thus allowing an estimate of the punctual value generated by the information system solution. The following phase provides a risk analysis of the estimated value. As information systems' implementations have impacts not only on economic value but also on strategic and intangible issues, this needs a deep review of traditional risk analysis approaches. After introducing the issue of value assessment of APS/SCM information systems, a summary of the value assessment methodology developed at Politecnico di Milano will be given. Finally a case study is provided to give more insights on the practical application of the methodology.
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Price:
$8.95
BUY NOW at http://astore.amazon.com/supply-chain-book-20/detail/B000RR5YFC
Product Description
This digital document is a journal article from International Journal of Production Economics, published by Elsevier in . The article is delivered in HTML format and is available in your Amazon.com Media Library immediately after purchase. You can view it with any web browser.Description:In this paper the decisional process of the introduction of a new information system for advanced planning and scheduling and supply chain management (APS/SCM) is discussed, with particular care given to the value assessment stage. In a research programme recently carried out at Politecnico di Milano a new methodology has been developed and tested on a set of test bed cases. The methodology is based on the consideration that activities whose execution can be supported by APS/SCM solutions may have an impact on the key performances of a supply chain. In particular, in the first phase of the value assessment methodology the identification of the information requirements is carried out, thus allowing an estimate of the punctual value generated by the information system solution. The following phase provides a risk analysis of the estimated value. As information systems' implementations have impacts not only on economic value but also on strategic and intangible issues, this needs a deep review of traditional risk analysis approaches. After introducing the issue of value assessment of APS/SCM information systems, a summary of the value assessment methodology developed at Politecnico di Milano will be given. Finally a case study is provided to give more insights on the practical application of the methodology.
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The impact of enterprise systems on corporate performance: A study of ERP, SCM, and CRM system implementations [An article from: Journal of Operations
The impact of enterprise systems on corporate performance: A study of ERP, SCM, and CRM system implementations [An article from: Journal of Operations]
By K.B. Hendricks, V.R. Singhal, J.K. Stratman
Price: $10.95
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Product Description
This digital document is a journal article from Journal of Operations Management, published by Elsevier in 2007. The article is delivered in HTML format and is available in your Amazon.com Media Library immediately after purchase. You can view it with any web browser.Description:This paper documents the effect of investments in Enterprise Resource Planning (ERP), Supply Chain Management (SCM), and Customer Relationship Management (CRM) systems on a firm's long-term stock price performance and profitability measures such as return on assets and return on sales. The results are based on a sample of 186 announcements of ERP implementations, 140 SCM implementations, and 80 CRM implementations. Our analysis of the financial benefits of these implementations yields mixed results. In the case of ERP systems, we observe some evidence of improvements in profitability but not in stock returns. The results for improvements in profitability are stronger in the case of early adopters of ERP systems. On average, adopters of SCM system experience positive stock returns as well as improvements in profitability. There is no evidence of improvements in stock returns or profitability for firms that have invested in CRM. Although our results are not uniformly positive across the different enterprise systems (ES), they are encouraging in the sense that despite the high implementation costs, we do not find persistent evidence of negative performance associated with ES investments. This should help alleviate the concerns that some have expressed about the viability of ES given the highly publicized implementation problems at some firms.
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By K.B. Hendricks, V.R. Singhal, J.K. Stratman
Price: $10.95
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Product Description
This digital document is a journal article from Journal of Operations Management, published by Elsevier in 2007. The article is delivered in HTML format and is available in your Amazon.com Media Library immediately after purchase. You can view it with any web browser.Description:This paper documents the effect of investments in Enterprise Resource Planning (ERP), Supply Chain Management (SCM), and Customer Relationship Management (CRM) systems on a firm's long-term stock price performance and profitability measures such as return on assets and return on sales. The results are based on a sample of 186 announcements of ERP implementations, 140 SCM implementations, and 80 CRM implementations. Our analysis of the financial benefits of these implementations yields mixed results. In the case of ERP systems, we observe some evidence of improvements in profitability but not in stock returns. The results for improvements in profitability are stronger in the case of early adopters of ERP systems. On average, adopters of SCM system experience positive stock returns as well as improvements in profitability. There is no evidence of improvements in stock returns or profitability for firms that have invested in CRM. Although our results are not uniformly positive across the different enterprise systems (ES), they are encouraging in the sense that despite the high implementation costs, we do not find persistent evidence of negative performance associated with ES investments. This should help alleviate the concerns that some have expressed about the viability of ES given the highly publicized implementation problems at some firms.
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2552/05/16
Ist-Anaylse des Supply Chain Management im Mobilfunkbereich: Betrachtung der wesentlichen Punkte des SCM mit Praxisbeispielen (German Edition)
Ist-Anaylse des Supply Chain Management im Mobilfunkbereich: Betrachtung der wesentlichen Punkte des SCM mit Praxisbeispielen (German Edition) By Jochen Groß
Price: $77.00
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Product Description
Supply Chain Management wird als Instrument zur Optimierung der gesamten Wertschöpfungskette gesehen, die von der Rohstoffgewinnung über den Endkunden bis hin zum Recycling gehen kann. Mit den richtigen Strategien und aufeinander abgestimmten Prozessen können mit SCM Einsparungen erzielt werden. Diese Arbeit analysiert den Ist-Stand des SCM von Lieferanten mobiler Netze am Beispiel Nokia Siemens Networks. Dabei befasst sie sich speziell mit den Teilprozessen von der Bestellung bis zur Lieferung ab Fabrik. Ziel ist, Schwachstellen im SCM zu analysieren und mögliche Verbesserungen aufzuzeigen. Die theoretischen Grundlagen basieren vollständig auf Literaturrecherchen. Dabei werden Begriffsdefinitionen, Prinzipien, Strategien, Potenziale, Software- und IT-Lösungen und auch Kennzahlen erläutert. Die Ist-Analyse stützt sich ausschließlich auf Unterlagen von Nokia Siemens Networks, Erfahrungen aus meiner langjährigen Tätigkeit im Unternehmens und verschiedenen Fachgesprächen in den einzelnen Teilbereichen wie auch in der Fertigung. Die Schwachstellen werden anhand einer SWOT-Analyse aufgezeigt und die Verbesserungsvorschläge mithilfe der Situationsanalyse nach Kepner/Tregoe untermauert.
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Price: $77.00
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Product Description
Supply Chain Management wird als Instrument zur Optimierung der gesamten Wertschöpfungskette gesehen, die von der Rohstoffgewinnung über den Endkunden bis hin zum Recycling gehen kann. Mit den richtigen Strategien und aufeinander abgestimmten Prozessen können mit SCM Einsparungen erzielt werden. Diese Arbeit analysiert den Ist-Stand des SCM von Lieferanten mobiler Netze am Beispiel Nokia Siemens Networks. Dabei befasst sie sich speziell mit den Teilprozessen von der Bestellung bis zur Lieferung ab Fabrik. Ziel ist, Schwachstellen im SCM zu analysieren und mögliche Verbesserungen aufzuzeigen. Die theoretischen Grundlagen basieren vollständig auf Literaturrecherchen. Dabei werden Begriffsdefinitionen, Prinzipien, Strategien, Potenziale, Software- und IT-Lösungen und auch Kennzahlen erläutert. Die Ist-Analyse stützt sich ausschließlich auf Unterlagen von Nokia Siemens Networks, Erfahrungen aus meiner langjährigen Tätigkeit im Unternehmens und verschiedenen Fachgesprächen in den einzelnen Teilbereichen wie auch in der Fertigung. Die Schwachstellen werden anhand einer SWOT-Analyse aufgezeigt und die Verbesserungsvorschläge mithilfe der Situationsanalyse nach Kepner/Tregoe untermauert.
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Strategy and Organization in Supply Chains $139.00
Strategy and Organization in Supply ChainsFrom Physica-Verlag Heidelberg
Price:
$139.00 & eligible for FREE Super Saver Shipping on orders over $25.
Product Description
Supply chain management has gained wide importance for companies that produce goods or services. Though it is well understood that shifting from the single company to the whole supply chain triggers the need for reorganization and reengineering, strategic management or organizational theories have not yet been
incorporated in supply chain management. This volume addresses the intersection between organizational theory, strategic management and supply chain management. Within the 23 chapters of the book, 35 authors show how new concepts help companies and their suppliers and customers to coordinate efficiently the partners in a supply chain. The concepts and methodologies presented are illustrated with case studies from various industries and logistical services.
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Price:
$139.00 & eligible for FREE Super Saver Shipping on orders over $25.
Product Description
Supply chain management has gained wide importance for companies that produce goods or services. Though it is well understood that shifting from the single company to the whole supply chain triggers the need for reorganization and reengineering, strategic management or organizational theories have not yet been
incorporated in supply chain management. This volume addresses the intersection between organizational theory, strategic management and supply chain management. Within the 23 chapters of the book, 35 authors show how new concepts help companies and their suppliers and customers to coordinate efficiently the partners in a supply chain. The concepts and methodologies presented are illustrated with case studies from various industries and logistical services.
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Scrop of SCM,(Supply Chain Management)
Scop of SCM,(Supply Chain Management)
1. Plan-->Demand Planning and Forecasting, Supply Chain model mapping, Logistics Planning, Layout planning, Supply Chain Strategy, Information strategy
2. Source -->Purchasing and Procurement , Outsourcing
3. Make---> Production planning, Make or buy Decision, MRPI, MRPII and ERP
4. Delivery---> Distribution Planning, Crossdocking, Logistics Planning,
5. Return---> Revert Logistics, Warranty and Green logistics
All Above modifly from Score model and For reference click at http://astore.amazon.com/supply-chain-book-20/detail/3540745114
1. Plan-->Demand Planning and Forecasting, Supply Chain model mapping, Logistics Planning, Layout planning, Supply Chain Strategy, Information strategy
2. Source -->Purchasing and Procurement , Outsourcing
3. Make---> Production planning, Make or buy Decision, MRPI, MRPII and ERP
4. Delivery---> Distribution Planning, Crossdocking, Logistics Planning,
5. Return---> Revert Logistics, Warranty and Green logistics
All Above modifly from Score model and For reference click at http://astore.amazon.com/supply-chain-book-20/detail/3540745114
Master 0f Science in Supply Chain Management at ABAC School of Management
Master 0f Science in Supply Chain Management at ABAC School of Management
Why did youchoose to study M.Sc.SCM
When I was graduate Master student in Thailand. SCM( Supply Chain Management) still did not well education in Thailand. It was no paper and Book in Thailand. Nowadays The trend is at a threshold in Thailand, and it will soon be consicered unacceptable for a firm not to practice SCM for its people not to be knowledgeable about What it is? Why it is necessary and How it work?
Click for more information about SCM at: http://astore.amazon.com/supply-chain-book-20
Why did youchoose to study M.Sc.SCM
When I was graduate Master student in Thailand. SCM( Supply Chain Management) still did not well education in Thailand. It was no paper and Book in Thailand. Nowadays The trend is at a threshold in Thailand, and it will soon be consicered unacceptable for a firm not to practice SCM for its people not to be knowledgeable about What it is? Why it is necessary and How it work?
Click for more information about SCM at: http://astore.amazon.com/supply-chain-book-20
2552/05/11
What are difference between Supply Chain and Logistics management
What are difference between Supply Chain Management and Logistics management?
Supply Chain Management,(SCM) consists of Purchasing process, Manufacturing process, Inventory control and Distibution to our curtomer which it balances of Material flow,Information flow and Fund flow and cover in to Logistics manangement, ERP system and Lean concept and Six-Sigma process, Value chain process and SCOR-Model
Logistics is a part of Supply Chain Management as process that creates value by timeing and positioning inventory is combination to transportation, warehousing, material handling and packaging to our customer
For more information see at http://astore.amazon.com/supply-chain-book-20
The best Global Supply Chain Management book store by Amazon.
Supply Chain Management,(SCM) consists of Purchasing process, Manufacturing process, Inventory control and Distibution to our curtomer which it balances of Material flow,Information flow and Fund flow and cover in to Logistics manangement, ERP system and Lean concept and Six-Sigma process, Value chain process and SCOR-Model
Logistics is a part of Supply Chain Management as process that creates value by timeing and positioning inventory is combination to transportation, warehousing, material handling and packaging to our customer
For more information see at http://astore.amazon.com/supply-chain-book-20
The best Global Supply Chain Management book store by Amazon.
e-Procurement: an emerging tool for the hotel supply chain management [An article from: International Journal of Hospitality Management]
e-Procurement: an emerging tool for the hotel supply chain management [An article from: International Journal of Hospitality Management]By T. Kothari, C. Hu, W.S. Roehl
Price: $8.95
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Product Description
This digital document is a journal article from International Journal of Hospitality Management, published by Elsevier in . The article is delivered in HTML format and is available in your Amazon.com Media Library immediately after purchase. You can view it with any web browser.Description:In the hotel business, the flow of goods, services, and information should be designed to efficiently transform raw materials into finished products/services with values. Lodging services regularly purchase a large quantity of supplies for which procurement systems play a crucial role in maintaining daily operations and quality. Today, a major goal of a hotel's supply chain management is to efficiently apply information technology to its procurement systems. This research examined Philadelphia area hotel purchasing managers' views about e-Procurement. Perceived costs and benefits of e-Procurement are identified and the strategic role of IT in procurement is described.
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Price: $8.95
BUY NOW at http://astore.amazon.com/supply-chain-book-20/detail/B000RR7JUA
Product Description
This digital document is a journal article from International Journal of Hospitality Management, published by Elsevier in . The article is delivered in HTML format and is available in your Amazon.com Media Library immediately after purchase. You can view it with any web browser.Description:In the hotel business, the flow of goods, services, and information should be designed to efficiently transform raw materials into finished products/services with values. Lodging services regularly purchase a large quantity of supplies for which procurement systems play a crucial role in maintaining daily operations and quality. Today, a major goal of a hotel's supply chain management is to efficiently apply information technology to its procurement systems. This research examined Philadelphia area hotel purchasing managers' views about e-Procurement. Perceived costs and benefits of e-Procurement are identified and the strategic role of IT in procurement is described.
Click Here! for see other books at http://astore.amazon.com/supply-chain-book-20
Supply Chain Management: Strategien und Entwicklungstendenzen in Spitzenunternehmen
Supply Chain Management: Strategien und Entwicklungstendenzen in SpitzenunternehmenFrom Springer
Price:
$63.96
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Product Description
Supply Chain Management stellt im Wettbewerb der Wertschöpfungsketten für erfolgreiche Unternehmen eine zentrale Herausforderung dar. Das Buch zeigt neben einer systematischen Darstellung des Konzeptes die wesentlichen Handlungsfelder auf, die bei der Umsetzung zu beachten und anzugehen sind. Es bietet die methodischen Grundlagen (z.B. Potentialanalyse, Supply Chain Design, Softwareauswahl), um diese Handlungsfelder erfolgreich zu bearbeiten. Dabei werden sowohl die herausragenden Chancen als auch die Risiken und Umsetzungsbarrieren dargestellt und analysiert. Als zusätzliche Orientierungspunkte stellt das Buch zahlreiche erfolgreiche Praxisbeispiele namhafter Unternehmen in Form von Fallstudien vor. Zudem werden wesentliche Entwicklungslinien aufgezeigt, die es bereits jetzt in den Supply-Chain-Strategien zu berücksichtigen gilt.
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Price:
$63.96
BUY NOW at http://astore.amazon.com/supply-chain-book-20/detail/B000V1JYGE
Product Description
Supply Chain Management stellt im Wettbewerb der Wertschöpfungsketten für erfolgreiche Unternehmen eine zentrale Herausforderung dar. Das Buch zeigt neben einer systematischen Darstellung des Konzeptes die wesentlichen Handlungsfelder auf, die bei der Umsetzung zu beachten und anzugehen sind. Es bietet die methodischen Grundlagen (z.B. Potentialanalyse, Supply Chain Design, Softwareauswahl), um diese Handlungsfelder erfolgreich zu bearbeiten. Dabei werden sowohl die herausragenden Chancen als auch die Risiken und Umsetzungsbarrieren dargestellt und analysiert. Als zusätzliche Orientierungspunkte stellt das Buch zahlreiche erfolgreiche Praxisbeispiele namhafter Unternehmen in Form von Fallstudien vor. Zudem werden wesentliche Entwicklungslinien aufgezeigt, die es bereits jetzt in den Supply-Chain-Strategien zu berücksichtigen gilt.
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SAP SCM: Applications and Modeling for Supply Chain Management (with BW Primer)
SAP SCM: Applications and Modeling for Supply Chain Management (with BW Primer)By Dan Wood
Price:
$60.00 & eligible for FREE Super Saver Shipping on orders over $25.
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Product Description
SAP SCM: Applications and Modeling for Supply Chain Management empowers you to capitalize on the sophistication of SAP APO. This book provides clear advice on the inevitable, critical decisions that can lead to project success or failure and shows you, wherever you are on the supply chain management staff—buyer, planner, ground controller or analyst—to fully exploit the agility SAP APO offers.
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Price:
$60.00 & eligible for FREE Super Saver Shipping on orders over $25.
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Product Description
SAP SCM: Applications and Modeling for Supply Chain Management empowers you to capitalize on the sophistication of SAP APO. This book provides clear advice on the inevitable, critical decisions that can lead to project success or failure and shows you, wherever you are on the supply chain management staff—buyer, planner, ground controller or analyst—to fully exploit the agility SAP APO offers.
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2552/05/02
What is SCM(Supply Chain Mangement)?
What is SCM(Supply Chain Mangement)?
1. How to know about SCM?
2. Where we know about SCM?
3. Who is concern about SCM?
4. Why is SCM concern in Thai manufacture?
5. What are difference about Logistics and Supply Chain Management?
Above all question you can find the andwer in
http://astore.amazon.com/supply-chain-book-20
http://supplychainbookstore.blogspot.com/
1. How to know about SCM?
2. Where we know about SCM?
3. Who is concern about SCM?
4. Why is SCM concern in Thai manufacture?
5. What are difference about Logistics and Supply Chain Management?
Above all question you can find the andwer in
http://astore.amazon.com/supply-chain-book-20
http://supplychainbookstore.blogspot.com/
Supply Chain Management: Strategien und Entwicklungstendenzen in Spitzenunternehmen (German Edition)
Supply Chain Management: Strategien und Entwicklungstendenzen in Spitzenunternehmen (German Edition)From Springer
Price: $79.95
BUY NOW at http://astore.amazon.com/supply-chain-book-20/detail/3540443908
Availability: Usually ships in 24 hoursShips from and sold by Amazon.com
21 new or used available from $54.03
Product Description
Supply Chain Management stellt im Wettbewerb der Wertschöpfungsketten für erfolgreiche Unternehmen eine zentrale Herausforderung dar. Das Buch zeigt neben einer systematischen Darstellung des Konzeptes die wesentlichen Handlungsfelder auf, die bei der Umsetzung zu beachten und anzugehen sind. Es bietet die methodischen Grundlagen (z.B. Potentialanalyse, Supply Chain Design, Softwareauswahl), um diese Handlungsfelder erfolgreich zu bearbeiten. Dabei werden sowohl die herausragenden Chancen als auch die Risiken und Umsetzungsbarrieren dargestellt und analysiert. Als zusätzliche Orientierungspunkte stellt das Buch zahlreiche erfolgreiche Praxisbeispiele namhafter Unternehmen in Form von Fallstudien vor. Zudem werden wesentliche Entwicklungslinien aufgezeigt, die es bereits jetzt in den Supply-Chain-Strategien zu berücksichtigen gilt.
Click Here! for see other books at http://astore.amazon.com/supply-chain-book-20
Price: $79.95
BUY NOW at http://astore.amazon.com/supply-chain-book-20/detail/3540443908
Availability: Usually ships in 24 hoursShips from and sold by Amazon.com
21 new or used available from $54.03
Product Description
Supply Chain Management stellt im Wettbewerb der Wertschöpfungsketten für erfolgreiche Unternehmen eine zentrale Herausforderung dar. Das Buch zeigt neben einer systematischen Darstellung des Konzeptes die wesentlichen Handlungsfelder auf, die bei der Umsetzung zu beachten und anzugehen sind. Es bietet die methodischen Grundlagen (z.B. Potentialanalyse, Supply Chain Design, Softwareauswahl), um diese Handlungsfelder erfolgreich zu bearbeiten. Dabei werden sowohl die herausragenden Chancen als auch die Risiken und Umsetzungsbarrieren dargestellt und analysiert. Als zusätzliche Orientierungspunkte stellt das Buch zahlreiche erfolgreiche Praxisbeispiele namhafter Unternehmen in Form von Fallstudien vor. Zudem werden wesentliche Entwicklungslinien aufgezeigt, die es bereits jetzt in den Supply-Chain-Strategien zu berücksichtigen gilt.
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Supply Chain Management erfolgreich umsetzen: Grundlagen, Realisierung und Fallstudien (German Edition) Price: $69.95
Supply Chain Management erfolgreich umsetzen: Grundlagen, Realisierung und Fallstudien (German Edition)By Daniel Corsten, Christoph Gabriel
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Supply Chain Management (SCM) bedeutet konsequente Prozessorientierung zur effizienten Gestaltung der Material- und Informationsflüsse im und zwischen Unternehmen. Aufgrund der Industrie- und Branchenstruktur ergeben sich unterschiedliche Anforderungen bezüglich Produkt, Markt, Technologie und Kunden – und damit an das Supply Chain Design. Die Realisierung ist jedoch mit vielfältigen Barrieren verbunden: Neben der Gestaltung unternehmensübergreifender Prozesse, der Optimierung des Produktdesigns sowie der Auswahl der richtigen IT-Systeme und Ausnutzung der Internet-Technologie stehen zunehmend die Fähigkeiten der Mitarbeiter im Vordergrund. Nach einen Überblick über die Grundlagen des Supply Chain Managements zeigen ausführliche Fallstudien von DaimlerChrysler, Ford, Danzas, Hewlett-Packard, Osram, BASF, Merck, dm-drogerie markt, Sara Lee und Procter & Gamble, wie SCM in der Praxis erfolgreich umgesetzt wird. Anschließend werden die Konsequenzen für die erfolgreiche Gestaltung unterschiedlicher Supply Chain Designs abgeleitet. Basierend auf aktuellen Forschungsergebnissen analysieren die Autoren abschließend die Veränderungen im SCM durch den Einsatz des Internets und geben dem Leser Empfehlungen für die Umsetzung.
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Supply Chain Management (SCM) bedeutet konsequente Prozessorientierung zur effizienten Gestaltung der Material- und Informationsflüsse im und zwischen Unternehmen. Aufgrund der Industrie- und Branchenstruktur ergeben sich unterschiedliche Anforderungen bezüglich Produkt, Markt, Technologie und Kunden – und damit an das Supply Chain Design. Die Realisierung ist jedoch mit vielfältigen Barrieren verbunden: Neben der Gestaltung unternehmensübergreifender Prozesse, der Optimierung des Produktdesigns sowie der Auswahl der richtigen IT-Systeme und Ausnutzung der Internet-Technologie stehen zunehmend die Fähigkeiten der Mitarbeiter im Vordergrund. Nach einen Überblick über die Grundlagen des Supply Chain Managements zeigen ausführliche Fallstudien von DaimlerChrysler, Ford, Danzas, Hewlett-Packard, Osram, BASF, Merck, dm-drogerie markt, Sara Lee und Procter & Gamble, wie SCM in der Praxis erfolgreich umgesetzt wird. Anschließend werden die Konsequenzen für die erfolgreiche Gestaltung unterschiedlicher Supply Chain Designs abgeleitet. Basierend auf aktuellen Forschungsergebnissen analysieren die Autoren abschließend die Veränderungen im SCM durch den Einsatz des Internets und geben dem Leser Empfehlungen für die Umsetzung.
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What is SCM? And, where is it?(Institute for Supply Management; literature review): An article from: Journal of Supply Chain Management Price: $5.95
What is SCM? And, where is it?(Institute for Supply Management; literature review): An article from: Journal of Supply Chain ManagementBy Paul D. Larson, Arni Halldorsson
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This digital document is an article from Journal of Supply Chain Management, published by National Association of Purchasing Management, Inc. on September 22, 2002. The length of the article is 5236 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser.From the author: This article provides insight on the evolution and emergence of the supply chain management (SCM) concept and shares conclusions about the future of SCM from the perspective of educators, researchers, and practitioners. Based on a survey of SCM educators, the article seeks to delimit the scope or domain of SCM and how the boundaries have changed and continue to change. This is done by contrasting four perspectives on SCM versus purchasing: traditionalist, relabeling, unionist, and intersectionist.Citation DetailsTitle: What is SCM? And, where is it?(Institute for Supply Management; literature review)Author: Paul D. LarsonPublication: Journal of Supply Chain Management (Refereed)Date: September 22, 2002Publisher: National Association of Purchasing Management, Inc.Volume: 38 Issue: 4 Page: 36(9)
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Price: $5.95
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Product Description
This digital document is an article from Journal of Supply Chain Management, published by National Association of Purchasing Management, Inc. on September 22, 2002. The length of the article is 5236 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser.From the author: This article provides insight on the evolution and emergence of the supply chain management (SCM) concept and shares conclusions about the future of SCM from the perspective of educators, researchers, and practitioners. Based on a survey of SCM educators, the article seeks to delimit the scope or domain of SCM and how the boundaries have changed and continue to change. This is done by contrasting four perspectives on SCM versus purchasing: traditionalist, relabeling, unionist, and intersectionist.Citation DetailsTitle: What is SCM? And, where is it?(Institute for Supply Management; literature review)Author: Paul D. LarsonPublication: Journal of Supply Chain Management (Refereed)Date: September 22, 2002Publisher: National Association of Purchasing Management, Inc.Volume: 38 Issue: 4 Page: 36(9)
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Seven deadly sins of SCM implementations: looking to improve supply chain management (SCM), be aware of the challenges.(supply chain management): An a
Seven deadly sins of SCM implementations: looking to improve supply chain management (SCM), be aware of the challenges.(supply chain management): An article from: Fleet EquipmentBy Rick Duris
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Product Description
This digital document is an article from Fleet Equipment, published by Maple Communications on October 1, 2003. The length of the article is 682 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser.Citation DetailsTitle: Seven deadly sins of SCM implementations: looking to improve supply chain management (SCM), be aware of the challenges.(supply chain management)Author: Rick DurisPublication: Fleet Equipment (Magazine/Journal)Date: October 1, 2003Publisher: Maple CommunicationsVolume: 29 Issue: 10 Page: S6(1)
Distributed by Thomson Gale
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Product Description
This digital document is an article from Fleet Equipment, published by Maple Communications on October 1, 2003. The length of the article is 682 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser.Citation DetailsTitle: Seven deadly sins of SCM implementations: looking to improve supply chain management (SCM), be aware of the challenges.(supply chain management)Author: Rick DurisPublication: Fleet Equipment (Magazine/Journal)Date: October 1, 2003Publisher: Maple CommunicationsVolume: 29 Issue: 10 Page: S6(1)
Distributed by Thomson Gale
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Kompetenzen für Supply Chain Manager (German Edition)
Kompetenzen für Supply Chain Manager (German Edition)From Springer
Price: $79.95
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Management ist Entscheidung im Ungewissen. Führungskräfte im Einkauf stehen vor der Herausforderung, Entscheidungen unter ständig wechselnden Umweltbedingungen treffen zu müssen. Der globale Wettbewerb bewirkt ein Umdenken weg von der klassischen Beschaffung hin zu mehr strategischen Aufgabenbereichen und einer umfassenden Koordinationsfunktion. Entsprechend haben sich die Funktion und die Rolle des Einkäufers erheblich verändert. Umfassende Fach- und Verhaltenskompetenzen sind heute der Schlüsselfaktor zum Erfolg.
Dieses Buch erklärt, auf welche Kompetenzen es in Zukunft ankommt. Die Herausforderungen an den modernen Supply Chain Manager werden verständlich und realitätsnah beschrieben, zentrale theoretische Konzepte erklärt sowie Denkanstöße zur Bewältigung wichtiger Managementaufgaben geliefert. Um die Potenziale dieser Kompetenzen zu erkennen und umzusetzen, verfolgt das Buch eine zweigleisige Herangehensweise, die sowohl Wissenschaft als auch Praxis einschließt. Es wendet sich an Führungskräfte in Einkauf, Beschaffung, Logistik und Materialwirtschaft.
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Price: $79.95
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Product Description
Management ist Entscheidung im Ungewissen. Führungskräfte im Einkauf stehen vor der Herausforderung, Entscheidungen unter ständig wechselnden Umweltbedingungen treffen zu müssen. Der globale Wettbewerb bewirkt ein Umdenken weg von der klassischen Beschaffung hin zu mehr strategischen Aufgabenbereichen und einer umfassenden Koordinationsfunktion. Entsprechend haben sich die Funktion und die Rolle des Einkäufers erheblich verändert. Umfassende Fach- und Verhaltenskompetenzen sind heute der Schlüsselfaktor zum Erfolg.
Dieses Buch erklärt, auf welche Kompetenzen es in Zukunft ankommt. Die Herausforderungen an den modernen Supply Chain Manager werden verständlich und realitätsnah beschrieben, zentrale theoretische Konzepte erklärt sowie Denkanstöße zur Bewältigung wichtiger Managementaufgaben geliefert. Um die Potenziale dieser Kompetenzen zu erkennen und umzusetzen, verfolgt das Buch eine zweigleisige Herangehensweise, die sowohl Wissenschaft als auch Praxis einschließt. Es wendet sich an Führungskräfte in Einkauf, Beschaffung, Logistik und Materialwirtschaft.
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2552/05/01
The 2009-2014 Outlook for Supply Chain Management (SCM) Software in India
The 2009-2014 Outlook for Supply Chain Management (SCM) Software in IndiaBy Icon Group International
Price: $495.00
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This econometric study covers the latent demand outlook for supply chain management (SCM) software across the states, union territories and cities of India. Latent demand (in millions of U.S. dollars), or potential industry earnings (P.I.E.) estimates are given across over 5,000 cities in India. For each city in question, the percent share the city is of it's state or union territory and of India as a whole is reported. These comparative benchmarks allow the reader to quickly gauge a city vis-a-vis others. This statistical approach can prove very useful to distribution and/or sales force strategies. Using econometric models which project fundamental economic dynamics within each state or union territory and city, latent demand estimates are created for supply chain management (SCM) software. This report does not discuss the specific players in the market serving the latent demand, nor specific details at the product level. The study also does not consider short-term cyclicalities that might affect realized sales. The study, therefore, is strategic in nature, taking an aggregate and long-run view, irrespective of the players or products involved.This study does not report actual sales data (which are simply unavailable, in a comparable or consistent manner in virtually all of the cities in India). This study gives, however, my estimates for the latent demand, or the P.I.E., for supply chain management (SCM) software in India. It also shows how the P.I.E. is divided and concentrated across the cities and regional markets of India. For each state or union territory, I also show my estimates of how the P.I.E. grows over time. In order to make these estimates, a multi-stage methodology was employed that is often taught in courses on strategic planning at graduate schools of business.
Editorial Reviews
Excerpt. © Reprinted by permission. All rights reserved. WHAT IS LATENT DEMAND AND THE P.I.E.?The concept of latent demand is rather subtle. The term latent typically refers to something that is dormant, not observable, or not yet realized. Demand is the notion of an economic quantity that a target population or market requires under different assumptions of price, quality, and distribution, among other factors. Latent demand, therefore, is commonly defined by economists as the industry earnings of a market when that market becomes accessible and attractive to serve by competing firms. It is a measure, therefore, of potential industry earnings (P.I.E.) or total revenues (not profit) if India is served in an efficient manner. It is typically expressed as the total revenues potentially extracted by firms. The "market" is defined at a given level in the value chain. There can be latent demand at the retail level, at the wholesale level, the manufacturing level, and the raw materials level (the P.I.E. of higher levels of the value chain being always smaller than the P.I.E. of levels at lower levels of the same value chain, assuming all levels maintain minimum profitability).The latent demand for supply chain management (SCM) software in India is not actual or historic sales. Nor is latent demand future sales. In fact, latent demand can be either lower or higher than actual sales if a market is inefficient (i.e., not representative of relatively competitive levels). Inefficiencies arise from a number of factors, including the lack of international openness, cultural barriers to consumption, regulations, and cartel-like behavior on the part of firms. In general, however, latent demand is typically larger than actual sales in a market.For reasons discussed later, this report does not consider the notion of "unit quantities", only total latent revenues (i.e., a calculation of price times quantity is never made, though one is implied). The units used in this report are U.S. dollars not adjusted for inflation (i.e., the figures incorporate inflationary trends). If inflation rates vary in a substantial way compared to recent experience, actually sales can also exceed latent demand (not adjusted for inflation). On the other hand, latent demand can be typically higher than actual sales as there are often distribution inefficiencies that reduce actual sales below the level of latent demand.As mentioned in the introduction, this study is strategic in nature, taking an aggregate and long-run view, irrespective of the players or products involved. In fact, all the current products or services on the market can cease to exist in their present form (i.e., at a brand-, R&D specification, or corporate-image level) and all the players can be replaced by other firms (i.e., via exits, entries, mergers, bankruptcies, etc.), and there will still be latent demand for supply chain management (SCM) software at the aggregate level. Product and service offerings, and the actual identity of the players involved, while important for certain issues, are relatively unimportant for estimates of latent demand.THE METHODOLOGYIn order to estimate the latent demand for supply chain management (SCM) software across the states or union territories and cites of India, I used a multi-stage approach. Before applying the approach, one needs a basic theory from which such estimates are created. In this case, I heavily rely on the use of certain basic economic assumptions. In particular, there is an assumption governing the shape and type of aggregate latent demand functions. Latent demand functions relate the income of a state or union territory, city, household, or individual to realized consumption. Latent demand (often realized as consumption when an industry is efficient), at any level of the value chain, takes place if an equilibrium is realized. For firms to serve a market, they must perceive a latent demand and be able to serve that demand at a minimal return. The single most important variable determining consumption, assuming latent demand exists, is income (or other financial resources at higher levels of the value chain). Other factors that can pivot or shape demand curves include external or exogenous shocks (i.e., business cycles), and or changes in utility for the product in question. Ignoring, for the moment, exogenous shocks and variations in utility across geographies, the aggregate relation between income and consumption has been a central theme in economics. The figure below concisely summarizes one aspect of problem. In the 1930s, John Meynard Keynes conjectured that as incomes rise, the average propensity to consume would fall. The average propensity to consume is the level of consumption divided by the level of income, or the slope of the line from the origin to the consumption function. He estimated this relationship empirically and found it to be true in the short-run (mostly based on cross-sectional data). The higher the income, the lower the average propensity to consume. This type of consumption function is labeled "A" in the figure below (note the rather flat slope of the curve). In the 1940s, another macroeconomist, Simon Kuznets, estimated long-run consumption functions which indicated that the marginal propensity to consume was rather constant (using time series data). This type of consumption function is shown as "B" in the figure below (note the higher slope and zero-zero intercept). The average propensity to consume is constant. Is it declining or is it constant? A number of other economists, notably Franco Modigliani and Milton Friedman, in the 1950s (and Irving Fisher earlier), explained why the two functions were different using various assumptions on intertemporal budget constraints, savings, and wealth. The shorter the time horizon, the more consumption can depend on wealth (earned in previous years) and business cycles. In the long-run, however, the propensity to consume is more constant. Similarly, in the long run, households with no income eventually have no consumption (wealth is depleted). While the debate surrounding beliefs about how income and consumption are related is interesting, in this study a very particular school of thought is adopted. In particular, we are considering the latent demand for supply chain management (SCM) software across the states or union territories and cities of India. The smallest cities have few inhabitants. I assume that all of these cities fall along a "long-run" aggregate consumption function. This long-run function applies despite some of these states or union territories having wealth; current income dominates the latent demand for supply chain management (SCM) software. So, latent demand in the long-run has a zero intercept. However, I allow different propensities to consume (including being on consumption functions with differing slopes, which can account for differences in industrial organization, and end-user preferences).Given this overriding philosophy, I will now describe the methodology used to create the latent demand estimates for supply chain management (SCM) software in India. Since ICON Group has asked me to apply this methodology to a large number of categories, the rather academic discussion below is general and can be applied to a wide variety of categories and geographic locations, not just supply chain management (SCM) software in India.Step 1. Product Definition and Data CollectionAny study of latent demand requires that some standard be established to define "efficiently served". Having implemented various alternatives and matched these with market outcomes, I have found that the optimal approach is to assume that certain key indicators are more likely to reflect efficiency than others. These indicators are given greater weight than others in the estimation of latent demand compared to others for which no known data are available. Of the many alternatives, I have found the assumption that the highest aggregate income and highest income-per-capita markets reflect the best standards for "efficiency". High aggregate income alone is not sufficient (i.e. some cities have high aggregate income, but low income per capita and can not assumed to be efficient). Aggregate income can be operationalized in a number of ways, including gross domestic product (for industrial categories), or total disposable income (for household categories; population times average income per capita, or number of households times average household income). Latent demand is therefore estimated using data collected for relatively efficient markets from independent data sources (e.g. Official Chinese Agencies, the...
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Price: $495.00
BUY NOW at http://astore.amazon.com/supply-chain-book-20/detail/B001PM38SS
Digital media products such as Amazon MP3s, Unbox video downloads, Kindle content and Amazon Shorts cannot be purchased on aStore. If you would like to buy this item, click here to go to Amazon.
Availability: Available for download nowShips from and sold by Amazon.com
Product Description
This econometric study covers the latent demand outlook for supply chain management (SCM) software across the states, union territories and cities of India. Latent demand (in millions of U.S. dollars), or potential industry earnings (P.I.E.) estimates are given across over 5,000 cities in India. For each city in question, the percent share the city is of it's state or union territory and of India as a whole is reported. These comparative benchmarks allow the reader to quickly gauge a city vis-a-vis others. This statistical approach can prove very useful to distribution and/or sales force strategies. Using econometric models which project fundamental economic dynamics within each state or union territory and city, latent demand estimates are created for supply chain management (SCM) software. This report does not discuss the specific players in the market serving the latent demand, nor specific details at the product level. The study also does not consider short-term cyclicalities that might affect realized sales. The study, therefore, is strategic in nature, taking an aggregate and long-run view, irrespective of the players or products involved.This study does not report actual sales data (which are simply unavailable, in a comparable or consistent manner in virtually all of the cities in India). This study gives, however, my estimates for the latent demand, or the P.I.E., for supply chain management (SCM) software in India. It also shows how the P.I.E. is divided and concentrated across the cities and regional markets of India. For each state or union territory, I also show my estimates of how the P.I.E. grows over time. In order to make these estimates, a multi-stage methodology was employed that is often taught in courses on strategic planning at graduate schools of business.
Editorial Reviews
Excerpt. © Reprinted by permission. All rights reserved. WHAT IS LATENT DEMAND AND THE P.I.E.?The concept of latent demand is rather subtle. The term latent typically refers to something that is dormant, not observable, or not yet realized. Demand is the notion of an economic quantity that a target population or market requires under different assumptions of price, quality, and distribution, among other factors. Latent demand, therefore, is commonly defined by economists as the industry earnings of a market when that market becomes accessible and attractive to serve by competing firms. It is a measure, therefore, of potential industry earnings (P.I.E.) or total revenues (not profit) if India is served in an efficient manner. It is typically expressed as the total revenues potentially extracted by firms. The "market" is defined at a given level in the value chain. There can be latent demand at the retail level, at the wholesale level, the manufacturing level, and the raw materials level (the P.I.E. of higher levels of the value chain being always smaller than the P.I.E. of levels at lower levels of the same value chain, assuming all levels maintain minimum profitability).The latent demand for supply chain management (SCM) software in India is not actual or historic sales. Nor is latent demand future sales. In fact, latent demand can be either lower or higher than actual sales if a market is inefficient (i.e., not representative of relatively competitive levels). Inefficiencies arise from a number of factors, including the lack of international openness, cultural barriers to consumption, regulations, and cartel-like behavior on the part of firms. In general, however, latent demand is typically larger than actual sales in a market.For reasons discussed later, this report does not consider the notion of "unit quantities", only total latent revenues (i.e., a calculation of price times quantity is never made, though one is implied). The units used in this report are U.S. dollars not adjusted for inflation (i.e., the figures incorporate inflationary trends). If inflation rates vary in a substantial way compared to recent experience, actually sales can also exceed latent demand (not adjusted for inflation). On the other hand, latent demand can be typically higher than actual sales as there are often distribution inefficiencies that reduce actual sales below the level of latent demand.As mentioned in the introduction, this study is strategic in nature, taking an aggregate and long-run view, irrespective of the players or products involved. In fact, all the current products or services on the market can cease to exist in their present form (i.e., at a brand-, R&D specification, or corporate-image level) and all the players can be replaced by other firms (i.e., via exits, entries, mergers, bankruptcies, etc.), and there will still be latent demand for supply chain management (SCM) software at the aggregate level. Product and service offerings, and the actual identity of the players involved, while important for certain issues, are relatively unimportant for estimates of latent demand.THE METHODOLOGYIn order to estimate the latent demand for supply chain management (SCM) software across the states or union territories and cites of India, I used a multi-stage approach. Before applying the approach, one needs a basic theory from which such estimates are created. In this case, I heavily rely on the use of certain basic economic assumptions. In particular, there is an assumption governing the shape and type of aggregate latent demand functions. Latent demand functions relate the income of a state or union territory, city, household, or individual to realized consumption. Latent demand (often realized as consumption when an industry is efficient), at any level of the value chain, takes place if an equilibrium is realized. For firms to serve a market, they must perceive a latent demand and be able to serve that demand at a minimal return. The single most important variable determining consumption, assuming latent demand exists, is income (or other financial resources at higher levels of the value chain). Other factors that can pivot or shape demand curves include external or exogenous shocks (i.e., business cycles), and or changes in utility for the product in question. Ignoring, for the moment, exogenous shocks and variations in utility across geographies, the aggregate relation between income and consumption has been a central theme in economics. The figure below concisely summarizes one aspect of problem. In the 1930s, John Meynard Keynes conjectured that as incomes rise, the average propensity to consume would fall. The average propensity to consume is the level of consumption divided by the level of income, or the slope of the line from the origin to the consumption function. He estimated this relationship empirically and found it to be true in the short-run (mostly based on cross-sectional data). The higher the income, the lower the average propensity to consume. This type of consumption function is labeled "A" in the figure below (note the rather flat slope of the curve). In the 1940s, another macroeconomist, Simon Kuznets, estimated long-run consumption functions which indicated that the marginal propensity to consume was rather constant (using time series data). This type of consumption function is shown as "B" in the figure below (note the higher slope and zero-zero intercept). The average propensity to consume is constant. Is it declining or is it constant? A number of other economists, notably Franco Modigliani and Milton Friedman, in the 1950s (and Irving Fisher earlier), explained why the two functions were different using various assumptions on intertemporal budget constraints, savings, and wealth. The shorter the time horizon, the more consumption can depend on wealth (earned in previous years) and business cycles. In the long-run, however, the propensity to consume is more constant. Similarly, in the long run, households with no income eventually have no consumption (wealth is depleted). While the debate surrounding beliefs about how income and consumption are related is interesting, in this study a very particular school of thought is adopted. In particular, we are considering the latent demand for supply chain management (SCM) software across the states or union territories and cities of India. The smallest cities have few inhabitants. I assume that all of these cities fall along a "long-run" aggregate consumption function. This long-run function applies despite some of these states or union territories having wealth; current income dominates the latent demand for supply chain management (SCM) software. So, latent demand in the long-run has a zero intercept. However, I allow different propensities to consume (including being on consumption functions with differing slopes, which can account for differences in industrial organization, and end-user preferences).Given this overriding philosophy, I will now describe the methodology used to create the latent demand estimates for supply chain management (SCM) software in India. Since ICON Group has asked me to apply this methodology to a large number of categories, the rather academic discussion below is general and can be applied to a wide variety of categories and geographic locations, not just supply chain management (SCM) software in India.Step 1. Product Definition and Data CollectionAny study of latent demand requires that some standard be established to define "efficiently served". Having implemented various alternatives and matched these with market outcomes, I have found that the optimal approach is to assume that certain key indicators are more likely to reflect efficiency than others. These indicators are given greater weight than others in the estimation of latent demand compared to others for which no known data are available. Of the many alternatives, I have found the assumption that the highest aggregate income and highest income-per-capita markets reflect the best standards for "efficiency". High aggregate income alone is not sufficient (i.e. some cities have high aggregate income, but low income per capita and can not assumed to be efficient). Aggregate income can be operationalized in a number of ways, including gross domestic product (for industrial categories), or total disposable income (for household categories; population times average income per capita, or number of households times average household income). Latent demand is therefore estimated using data collected for relatively efficient markets from independent data sources (e.g. Official Chinese Agencies, the...
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SCM involving small versus large suppliers: relational exchange and electronic communication media.(supply chain management): An article from: Journal
SCM involving small versus large suppliers: relational exchange and electronic communication media.(supply chain management): An article from: Journal of Supply Chain ManagementBy Paul D. Larson, Peter Carr, Kewal S. Dhariwal
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Product Description
This digital document is an article from Journal of Supply Chain Management, published by National Association of Purchasing Management, Inc. on January 1, 2005. The length of the article is 8584 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser.From the author: This article develops and tests hypotheses on relational exchange and electronic communication media in supply chains involving small versus large suppliers. Through a combination of focus groups, e-mail surveys and case studies, the article addresses the differences in relational exchange due to supplier size. Findings indicate significantly greater use of relational exchange and electronic communication media with large suppliers compared to small suppliers. The article offers solutions to reducing the relational and technological gaps between large and small suppliers.Citation DetailsTitle: SCM involving small versus large suppliers: relational exchange and electronic communication media.(supply chain management)Author: Paul D. LarsonPublication: Journal of Supply Chain Management (Refereed)Date: January 1, 2005Publisher: National Association of Purchasing Management, Inc.Volume: 41 Issue: 1 Page: 18(12)Distributed by Thomson Gale
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BUY NOW at http://astore.amazon.com/supply-chain-book-20/detail/B0009H3JYI
Product Description
This digital document is an article from Journal of Supply Chain Management, published by National Association of Purchasing Management, Inc. on January 1, 2005. The length of the article is 8584 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser.From the author: This article develops and tests hypotheses on relational exchange and electronic communication media in supply chains involving small versus large suppliers. Through a combination of focus groups, e-mail surveys and case studies, the article addresses the differences in relational exchange due to supplier size. Findings indicate significantly greater use of relational exchange and electronic communication media with large suppliers compared to small suppliers. The article offers solutions to reducing the relational and technological gaps between large and small suppliers.Citation DetailsTitle: SCM involving small versus large suppliers: relational exchange and electronic communication media.(supply chain management)Author: Paul D. LarsonPublication: Journal of Supply Chain Management (Refereed)Date: January 1, 2005Publisher: National Association of Purchasing Management, Inc.Volume: 41 Issue: 1 Page: 18(12)Distributed by Thomson Gale
Click Here! for see other books at http://astore.amazon.com/supply-chain-book-20
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